Koch / Dixon Public Governance and Leadership

Political and Managerial Problems in Making Public Governance Changes the Driver for Re-Constituting Leadership
1. Auflage 2007
ISBN: 978-3-8350-9100-9
Verlag: Deutscher Universitätsverlag
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 589 Seiten, Web PDF

Reihe: Economics and Finance (R0)

Globalisation-driven demands to increase efficiency and effectiveness require nearly all OECD member states to strategically modernise their management of state and administration.

In this book, internationally renowned scholars and practitioners elaborate on political as well as managerial questions, as how to make overriding Public Governance changes the ’guiding model’ for a now needed stronger strategic approach. More specifically, their focus is on how moves towards a re-positioning as an enabling authority are to be made drivers for adapting management systems across all levels. In accordance with present developments, the authors explain how changes in the overall governance structure have to be used to adapt leadership practices in a more output-oriented or even entrepreneurial fashion. Overall, the underlying idea is to provide some further basics for a public sector type of a design-oriented management science.

Zielgruppe

Research

Autoren/Hrsg.

Koch, Rainer

Dixon, John

Inhaltsverzeichnis

Introduction: Problems and Questions.- Conceptual Background.- Public Governance and Leadership: Outline of the Subject.- Changes in Public Governance.- Governance and the Public Interest: The Challenges for Public Sector Leaders.- Modernes Regieren und Public Leadership.- Blair and Governance.- Navigating the Fragments: Political Dimensions of Managing Networked Public Service Delivery.- The Problem of Politics: Public Governance and Leadership.- Governance - Wandel als Lernprozess.- Changes in Politico-administrative Leadership.- Rebuilding Strategic Capacity? Multi-Level Governance, Leadership and Public Service Agreements in Britain.- Coordination and Leadership at the Centre of the Australian Public Service.- Das Konzept des aktivierenden Staates als deutsches Muster von Governance? - Zur Stabilität und zum Wandel von öffentlichen Institutionen.- Reforming the Machinery of Government: The Case of the German Federal Bureaucracy.- Leadership in Regional Cooperation.- Finding a Focus for Local Political Leadership: Performance, Party, Public or Partners?.- Changes in Organisational Leadership.- Leadership in a Managerial Context1.- Politics-Management Relations in an Agency Context: The Case of Centrelink.- Management Changes and Adapting Leadership Practices: The Case of the Shared Services Initiative of the Queensland State Government.- Ansätze einer geänderten Verwaltungssteuerung in der Praxis.- Wirkungsorientiertes Management in öffentlichen Dienstleistungseinheiten - Neue Anforderungen an die Führung.- Changes in Individual Leadership.- Turning Leadership into Performance Management.- Personenbezogene Führung als Context Setting - Knee Deep in the Big Muddy?.- Managing Motivation: Verhaltensannahmen und Personalsteuerung im New Public Management.- DoExtrinsic Rewards Enhance Organizational Citizenship Behavior? A Study of Public Sector Organizations.- Leadership and Ethics in a Managerialist Context.- Implementation.- Success Factors in Implementing Contested Organisational Change - Learning from Private Sector Change Politics.

Leseproben

Public Governance and Leadership: Outline of the Subject (p. 11)

Rainer Koch

1 Introduction

The following collection of contributions deals with strategic aspects of both design and implementation of large scale modernisations of the management of state and administration. To set the stage for all the further discussions, this introduction aims to outline in terms of a research programme how strategic aspects of that kind have be/ or can be made the subject of analysis from a rather pragmatic perspective. In line with the currently most pressing challenges, this introduction is used to demonstrate how notably ongoing ‘governance changes’ are to be/ or should be made drivers or starting points to give the whole process of modernising the management of state and administration the nowdesired more strategic shape.

As is known from international developments, the relevance of dealing with such a subject clearly goes back to the negative impact an inadequate strategic guidance has had on the design and implementation of large scale modernisation activities so far. There is evidence from a variety of different countries that demonstrate quite clearly how a deficient strategic guidance (or rather a total lack of guidance) has resulted in an inescapable waste or loss of possible efficiency as well as efficacy gains (for a brief account Jann/ Reichard 2003). No doubt, the given story of designing and implementing modernisation activities of a different scale in the Federal Republic of Germany is but one outstanding relevant example.

Therefore, coming from these experiences, the attempt is made in the following to reflect requisites and consequences as to how ongoing ‘public governance’ changes (mostly moves from the inherited definition of a ‘welfare-state’ to a rather ‘enabling authority’ understanding) have to/ or should be made drivers for deliberately adapting management processes in state and administration. To control the only most important means and effect relations in this respect, the question is raised as to how ‘public governance’ changes have to be systematically made the starting point (and have to be used as guiding models) for adapting or reconstituting leadership practices across all levels downwards – from the society-wide level down to the level of single service delivery units.

The strategically most relevant question is then as to whether current approaches are proving successful to get changes in the role and function of state and administration at large more or less systematically converted into the then dominant performance criteria at the workplace level of single delivery units. Coming from a rather pragmatic perspective (which also means from a rather design-oriented perspective), the main focus in substantive terms will be to elaborate the way in which purposively set-up designs can be used as levers to give the whole process the necessary strategic shape and, in turn, the desired extra efficiency- or efficacy-enhancing effects.

To explicate such a research programme, it becomes apparent that the common epistemological criteria/ distinction of the (analytical) philosophy of science are put into operation in the following discussion. Accordingly, the following outline is 1) firstly, going to elaborate the way in which the main subject of this programme – the currently dominant modernisation activities - is posited as a problem worth analysing from a scientific point of view.

Über Autor(innen)

Rainer Koch is Professor of Public Management at the Faculty of Economics and Social Sciences of the Helmut-Schmidt-University, University of the Federal Armed Forces Hamburg, Germany.

John Dixon is Professor of Public Policy and Management at the Faculty of Social Science and Business of the University of Plymouth, United Kingdom.